We know that self-organization is a critical aspect of every successful Agile project and we know that it takes trust, respect, openness and responsibility; so why many teams have a hard time to achieve it? Self-organization changes the manager/team dynamics and the teammate/teammate ones. Resistance may arise and the source is frequently rooted in mental habits, such as a latent blaming culture, confusing guidance and command, fear of taking responsibility or losing status, unconscious agendas. Attend this session to learn, through demos and exercises, how to deal with these kind of issues.
Agility as a process is well understood today in feedback generating iterations or as a flow. Agility as a structure is becoming better understood through cross-functional teams working collaboratively. However, Agility as a culture has very little exposure - yet culture impacts every attempt at agility. This session provides a language for organizational culture, its impact on agility, and examples where exposing culture has aided adoption. We explore cultures within single organizations, sub-cultures across boundaries within larger organizations, and cultures bridging a corporate merger.